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Tracking the movement of top managers across firms, we document the importance of manager-specific fixed effects in explaining heterogeneity in firm exposures to systematic risk. In equilibrium, manager fixed effects on systematic risk are positively related with manager fixed effects on stock returns. These differences in systematic risk are partially explained by managers' corporate strategies, such as their preferences for internal growth and financial conservatism. The early career experiences of managers starting their first job in a recession also contribute to differential loadings on systematic risk. These effects are more pronounced when managers wield more influence, as in smaller firms and firms that do not have an independent board. Overall, our results suggest that managers play an important role in shaping a firm's systematic risk. This paper was accepted by Victoria Ivashina, finance. Funding: A. Schoar acknowledges financial support from the MIT Sloan School of Management. K. Yeung acknowledges financial support from City University of Hong Kong and the Cornell SC Johnson College of Business. L. Zuo acknowledges financial support from the Cornell SC Johnson College of Business and the University of Toronto Roger Martin Award for Emerging Leaders. Supplemental Material: Data and the online appendix are available at https://doi.org/10.1287/mnsc.2023.4710. [ABSTRACT FROM AUTHOR]

We examine whether textual attributes of founder‐led firms' regulatory filings reflect founder‐CEO characteristics and whether investors consider this relation when assessing firm value. We build on prior research that shows founders have unique personality attributes, particularly overoptimism. Our results suggest that 10‐K text for founder‐led firms is characterized by "excess" optimism relative to current and future realized earnings and relative to non‐founder‐led firms. The effect is mitigated for firms with large auditors, high litigation risk and high analyst following. Based on the stock price at the 10‐K release, investors do not appear to appropriately discount the tone, resulting in predictable negative returns during the year subsequent to the 10‐K release, particularly for the first 2 years after firms go public. Collectively, our findings contribute to the existing literature examining the effects of executives on firm disclosure by providing initial evidence about the conditions under which firms' scripted narrative disclosures reflect CEO characteristics. [ABSTRACT FROM AUTHOR]

Copyright of Desarrollo Gerencial is the property of Universidad Simon Bolivar (USB) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The actors of the public administration, be it central or local, are part of the social life, but also of the individual one. From a sociological point of view, the analysis of public administration is the subject of a broader field of study called sociology of organizations. This branch of sociology, which has become increasingly popular in recent decades, deals with the analysis of public and private organizations, in all their forms of leadership, functioning and manifestation in social life. Moreover, the globalized society has become a world of organizations, an organizational universe, in which social tasks are performed by and by organizations, whether public or private (Otovescu, 2009). Trade organizations, educational organizations, cultural, military, medical, etc. are relevant from this perspective. Society appears in the form of a system of organizational structures, in which private and public organizations are distinguished, the latter having the role of ensuring the management of social life in the direction of obtaining what the ancients called "common good". In this article, which is intended as a theoretical, synthetic, we will reviews the most important sociological and psychosociological theories that consider the definition, structuring and management of organizations related to the public system. [ABSTRACT FROM AUTHOR]

The implementation of economic values in public administration is becoming more evident which is consequently resulting in implementation of the so-called managerial style within the framework of higher education system. This style has certain benefits as well as drawbacks. In the first part of the paper the author, therefore, presents key reasons of the popularisation of economic values, along with their influence on the efficiency of performance of the entire higher education system. Considering the fact that modernisation of Croatian public administration relies on the implementation of the so-called ―3E‖ values, it is important to determine key effects of such implementation on the reform of public administration. Furthermore, the central part of the paper refers mainly to emphasising the necessity to reform the entire public administration sphere, as well as the necessity to implement both traditional and managerial values, which would adequately have a specific goal that the private sector, or better said, the values and techniques from the private sector be enforced in the public sector as well. These efforts are precisely what makes the public sector closer to the private one while trying to eliminate the differences between the two. In addition, some of the key changes in the system of higher education are mentioned in this part of the paper. The final part of the paper offers insight in ways that subjects in this particular system contribute to maintaining the primary goal, which is to adjust to European standards within the framework of higher education system. Also, this part of the paper presents conclusions on which the further growth and development of this particularly important part of public administration should be based. Being aware of the condition of the current Croatian public administration, it is becoming crucial that this complex area be researched and that the results of empirical research conducted so far be used for promoting readiness of higher education system to follow trends that are acceptable and applicable worldwide. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations. Design/methodology/approach: This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis. Findings: The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style. Research limitations/implications: This research is based on five case studies; further research is recommended to establish the current typology. Practical implications: This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles. Originality/value: This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments. [ABSTRACT FROM AUTHOR]

The different attitudes and experience of people, in general, and of the managers in particular, their qualities and weaknesses can have an impact on the style in which they communicate. The communication style of an efficient manager must develop in close connection with his / her skills and qualities, but, at the same time, the manager has to take into account the organizational culture of the team he / she manages. To achieve the goals of any organization, communication is an essential requirement. The exercise of management, the functions of this process is mainly based on communication. Only through effective communication can we put into practice planning and programming, coordination and control, motivation, consultation and active participation of the members of the organization in achieving the proposed objectives. I conducted a research among county high school managers investigating and shaping the situation of educational reality in Teleorman County as regards the management and communication skills of the managers. [ABSTRACT FROM AUTHOR]

BACKGROUND: Evidence suggests that leadership behaviors and sense of coherence (SOC) influences subordinate health. However, this has not been investigated in any detail. OBJECTIVES: To study the association between leadership behaviors and SOC. It was hypothesized that both task and relation oriented leadership behaviors would be positively associated with SOC, whereas a laissez-faire leadership would be negatively associated with SOC. METHODS: This is a cross-sectional quantitative study of managers and subordinates in a large governmental organization. The study used two common and empirically tested leadership styles: task oriented leadership and relation oriented leadership. In a logistic regression analysis, the association between types of leadership behavior and SOC were analyzed while controlling for age, gender, income, type of employment and organizational tenure. RESULTS: Neither task oriented or relation oriented leadership behavior were significantly associated with SOC. CONCLUSIONS: The result indicates that the type of leadership behavior exercised is not directly associated with subordinate's SOC. In future studies the importance of subordinate leadership preferences should be acknowledged. More research is needed to reach an understanding as to the nature of and the potential of this mechanism. [ABSTRACT FROM AUTHOR]

Copyright of Polish Journal of Management Studies is the property of Czestochowa University of Technology, Faculty of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The use of more or less positive language in corporate disclosures has been the subject of increased interest in the academic literature. We add to this stream of research by examining whether there is a manager-specific component in the tone of earnings-announcement related conference calls. We find that the tone of conference calls that is not explained by current performance, future performance, and strategic incentives has a significant manager-specific component. We also find that tone is significantly associated with manager-specific factors such as early career experiences and involvement in charitable organizations. Taken together, our findings indicate that, in addition to reflecting current and future performance, the tone of conference calls is significantly influenced by a manager-specific tendency to be optimistic or pessimistic. We also find some evidence of a manager-specific component to conference call returns, which is consistent with manager-specific optimism impacting investors' interpretation of disclosures made in conference calls. [ABSTRACT FROM AUTHOR]

Copyright of Revista Româna de Dreptul Muncii is the property of Wolters Kluwer Romania and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The process of liberalization has forced Indian Organizations, to rethink of new ways of survival, and it is seen that most organizations are in transitory phase. In this transitory phase every organization has to think of ways to adopt themselves to the changing work forces scenario keeping in mind the competition and the means to nurture and retain excellent managers and their motivational styles in suitable organization. This is an empirical and scientific study. The purpose of this study is to analyses whether the age (New & Old) and type (Public & Private) of organization do influence managerial styles (parent, adult & child), motivational styles of managers (Coercive, Pace setter, Authoritarian, Affiliator & Democratic), various motivational behavior of organization and their interrelationship. This is a 2x2 factorial design of research. Where age and type of organization are independent variable and managerial styles, motivational dynamics & motivational analysis of organization behavior (MAOB) are dependent variable. The sample consists of 240 executives from four organizations, 60 from each such as old public sector, new public sector, old private sector and new private sector. The results show that there are significant differences between old and new organizations and between private and public sectors with regard to certain important dimensions of managerial and motivational styles. The findings were interpreted in the light of present Indian research as well as available Organizational Behaviour framework. [ABSTRACT FROM AUTHOR]

This study investigates the managerial career development of two Arab women, pioneer principals within the Arab education system in Israel. Using in-depth interviews relating to the characteristics of the different stages leading up to and within their careers as school principals (childhood and academic studies; the struggle to achieve the position; and the period in their position as principal), the study reveals the characteristics and evolution of their managerial style. The research findings indicate that these are two highly motivated women who dared to swim against the tide from an early age and achieved their positions, albeit with the support of their families, but not without serious battles. As the first women principals in their communities they continue to develop, while coping with the norms of Arab patriarchal society, where they need to prove that, despite their gender and the associated expectations, they are effective leaders. This necessitated their initial adoption of an authoritarian administrative style, which they eventually adapt into a more empathetic style. The study contributes to the study of female management styles by showing the evolution of the two women's management styles within the context of their traditional society, thereby questioning previous studies that see women's management styles as a static phenomenon. [ABSTRACT FROM AUTHOR]

Behind every online course, every assignment and academic home page lives an instructor whose online persona is an essential but generally unacknowledged part of the student experience. To construct his or her virtual identity, the teacher needs to consciously manipulate basic graphic design, define his or her level of institutional affiliation, model a desirable level of formality, determine the amount and type of virtual interaction with students, establish norms for civil behavior online and, finally, exhibit behaviors typical of a caring, involved instructor. This paper explores the importance of each of these activities while identifying resources outside of academic publishing, notably in graphic arts, web design and marketing, to assist in articulating an appropriate online persona. [ABSTRACT FROM AUTHOR]

Using policy-capturing methodology, this study examined the nature of workplace bullying in a random sample of 45 litigated cases in the United States. Among the findings were that most of the cases were in the District Court. Nearly one-fifth of the cases involved physical violence, the majority of the cases were in the public sector, and the supervisor was the perpetrator in many of the cases. The presence of a policy banning workplace bullying was present in slightly more than one-third of the cases. A striking finding was that 73.3% of the cases were found in favor of the employer as the defendant. These findings support the fact that even though there are no specific workplace bullying laws in the U.S., victims of workplace bullying can be legally protected. Implications for managerial practice and future research are suggested. [ABSTRACT FROM AUTHOR]

The current study examined how work support resources and working from home influenced forms of work-family conflict (WFC) in employees at a large corporation. Scales measuring employee’s general WFC, time-based WFC, and strain-based WFC were used to evaluate the extent to which employees experienced work-induced conflict at home. Two forms of working at home were assessed, days worked at home and extra hours worked at home, and five variables measured the extent of one’s support resources: work social support, organizational support, individual consideration from one’s manager, idealized influence from one’s manager and contingent reward from one’s manager. We predicted that days worked at home would be negatively related to the three forms of WFC, while the extra hours worked at home would be positively related. Moreover, we hypothesized that the five support variables would moderate the relationship between extra hours worked at home and the types of WFC. The data supported some of the predictions, and the implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Due to the economic - financial recession registered in the Romanian market economy, the managers of the large organizations but also of the microenterprises and SME-s have been forced to rethink, reshape and change from the very foundations the management style implemented in the period 2005 - September 2008, when they recorded economical growths well above inflation. As the growth in the period 2005 - September 2008 was owed to the significant increase in consumption, and only to a maximum of 10% to production and exports, the economic recession, in the case of the domestic economy, will take longer than in the countries that experienced more modest economic growth before the crisis. In the current period, in order to mitigate the effects of the economic recession -- relying on both my own experience as well as on the discussions carried out during this period with top managers - the implementation of the participative management within organizations would be welcomed. At the end of the paper, I take the liberty to make some concrete proposals for the implementation of the participative management, for creating some positive effects over the organization, but also concrete proposals for overcoming the current economic recession through a better collection and use of the state budget incomes. [ABSTRACT FROM AUTHOR]

The objective of our investigation was to verify a questionnaire's suitability in identifying managerial competencies concerning managers' personality characteristics. Methods: For the content validity of the questionnaire assessment of managerial competencies (AMC23), we investigated its coherence with the appraisal of the management style methodology, i.e., managerial grid (MG), with correlation analysis. The existence of statistically significant relationships between the assessment of managerial competencies and managers' personality characteristics was determined using Pearson's correlation coefficient concerning the BIG-5 model. Results: In total, 573 managers participated in this study. Our examination concludes that motivational competencies correlated positively with the compromise and cooperative style; performance competencies with the competitive and cooperative style; and social competencies with the cooperative, adaptive, and compromise style. Not least, target competencies positively correlated with the competitive and cooperative style. Further, neuroticism negatively correlated with social managerial competence, extraversion, and openness to experience, which positively correlated with motivational and target competence. Friendliness was positively associated with social competence, and diligentness positively correlated with motivational, performance, and target competence. Conclusion: We determined significant correlations between managerial competencies (AMC23) and managerial style (MG). Our findings might have implications for further investigation and the development of more comprehensive instruments to assess managerial competencies in connection with managers' personalities. We point out the need for further research to verify, improve, and constitute a model that further elucidates and explains managerial competencies. [ABSTRACT FROM AUTHOR]

This study examines the underlying critical factors, such as the institutional arrangements, working conditions, workforce composition, expatriate managers, and managerial style which influence the labour disputes in the East Asian-invested enterprises (EAIEs) in China. Throughout the process, we can determine which factors should be changed for better human resource management (HRM) practices. This research incorporates the survey data collected from the managers and factory workers working at 30 different firms invested from Taiwan, Korea, Hong Kong and Japan in the coastal cities from 2000 to 2001. The results or findings demonstrate that the long work hours and less regulative managerial styles have significant and positive effects on the number of the labour disputes in the Hong Kong owned firms. Among the firms owned by Taiwan, the long work hours and their authoritarian managerial style have significant effects on the frequency of the labour disputes, while the lack of unionization has a diminishing effect on the labour disputes. The firms owned by Korea, on the other hand, often encounter frequent collective actions, organized by homogeneous local workforces and supported by the relatively high numbers of trade unions. Responding to the relatively strict enforcement of the labour laws and the institutional arrangements of the local governments in northern China, the firms owned by Korea tend to adopt the less regulative and less authoritarian managerial styles. Lastly, the firms owned by Japan experience the lowest number of the labour disputes when compared to their counterparts. The observance of the legal work hours and the regulative managerial style displays a significantly diminishing effect on the number of the labour disputes, although the higher level of institutionalization of the labour relations such as higher setting-up of trade unions somewhat positively contributes to the frequency of the labour disputes. From the theoretical perspective, our exploratory model seems to exhibit the stronger explanatory ability when the institutional, cultural, and rational factors are taken into consideration. From the institutional perspective, it is imperative for local governments to reinforce the institutional arrangements through effective supervision and enforcement of the labour regulations and legislation. From the cultural perspective, foreign investors should enhance their inter-cultural understanding and localization to diminish the industrial conflicts in the workplaces in China. From the rational perspective, foreign-investors will face more labour disputes than they had before, if harsh working conditions, such as extension of the working hours, are enforced. It is also imperative for the workers to understand their rights and empower themselves to improve their working conditions. [ABSTRACT FROM AUTHOR]

Although soccer is one of the most popular sports in Brazil, it fails to generate matching financial revenues. This is due in part to the low professionalization level of the country's sports clubs. Under amateurish management, they are unable to compete with their foreign peers, where professionalization is more intense. The article shows that management at our clubs must evolve if it is to keep up with the economic importance of soccer today. [ABSTRACT FROM AUTHOR]